The case of NoGo Railroad.docx - The case of NoGo Railroad is an example of the situation that many managers face when they first start managing and

The case of NoGo Railroad.docx - The case of NoGo Railroad...

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The case of NoGo Railroad, is an example of the situation that many managers face when they first start managing and they do not receive the appropriate help and resources from their leaders. Allan Yates, Operations Manager of NoGo, had very specific objectives for Dave Keeler, his new Communications Manager to demonstrate improved processes within the telegraph operators and clerks teams which he was in charge of. He wanted him to travel to remote areas, analyze the different job functions, and remove any practices that should not be applicable anymore and improve or make them up to date. Since the beginning, Dave expressed he was worried about not having enough experience and not so good people skills, which he knew was going to become a problem so he decided to ask for help before even starting. Nevertheless Allan responded with a simple “do not worry about it”, without realizing that one of his employees was seeking to be developed (Brown, 2011). NoGo, as many small and privately owned companies, has been performing the same way for a long time (Laursen, 2011). In addition, having unionized employees has made it difficult for managers to change strategies and update processes that are not performing well because employees do not want to adopt new methods. In addition, upper management has not shown support to their mid-level managers when trying to execute changes that need to be made to improve the overall performance of the organization. In summary, in order to improve operations within the organization, upper management needs to organize an action plan to develop mid-level managers in skills they lack, such as leadership, communication, and management (McKendall, 1993). By doing so, mid-level managers will feel more comfortable about their decision making process and will have a better understanding of what is expected from them (Kissack & Callahan, 2010). In addition, upper level management needs to communicate more often with their managers and work together in creating action plans for the current employees to make the transition to new processes smoother and less complicated for everyone. References Brown, D. (2011). An experiential approach to organization development, 8th Ed. Upper Saddle River, NJ: Prentice Hall. Kissack, H. C., & Callahan, J. L. (2010). The reciprocal influence of organizational culture and training and development programs. Journal of European Industrial Training, 34(4), 365-380. doi: Laursen, E. (2011). Organizational learning through development projects. International Journal of Manpower, 32(5), 567-580. doi: McKendall, M. (1993). The tyranny of change: Organizational development revisited. Journal of Business Ethics, 12(2), 93. Retrieved from ? accountid=8289
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NoGo Railroad is a relatively small, private railroad that operates in a very specific niche in the northwestern part of the United States. Though the specific age of the company is unknown, it can be presumed to be well-established and moderately successful over a fairly long period of time. In this specific case, a mid-level employee has been promoted into a higher-level
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